GENERAL QUESTIONS
I thought you just started on the SDSM School Board back in July, why are you running again?
I was appointed to the board to fill a vacated seat from a previous board member who stepped down. After submitting an interest letter to the district, I, along with six other people, were interviewed at the 7/9/25 board meeting. I was selected to serve out the remainder of the term, which is through April 2026. If you have spare time, you're welcome to listen to the meeting recording here: Part 3 - Interviews.mp4
Why are you running for SDSM School Board? (in 50 words or less)
I care deeply about public education and strongly believe I have the skills, experience and drive to serve in leadership and help SDSM achieve its commitment to “remove barriers and care for all students so they feel accepted and will learn without exception”.
Why vote for you?
Vote for me if you want someone serving our children and community who is:
Experienced in governance
Qualified with multiple skill sets
Passionate about public education
Logical in decision making
Compassionate towards others
Fair and truth-seeking
Responsive to stakeholder feedback
Accountable and unafraid to admit fault
Flexible in adapting to changing needs
Invested in our kids and town
Dedicated to working as hard as possible
What are some of your values when it comes to education?
Every student must have equal opportunity to learn and succeed, no exceptions.
Students and staff must feel safe and welcome in order to learn their best.
Parents are crucial to fostering and maintaining a child’s education. It is therefore important to look at any decision through a parent’s perspective.
Caring, committed teachers are absolutely vital to successful schools, and we have to support them professionally, emotionally, and financially.
A school district is a large, complex, imperfect social structure. It must always react to the ever-evolving world around it by constantly finding ways to adapt and grow. We have to be willing to make changes, and in doing so sometimes admit when we’ve made a mistake.
Educational success can be defined in many ways. Academic achievement is my top priority, but I also value good character, civic duty, and practical experience.
We should celebrate, celebrate, celebrate student and staff successes and not be shy about promoting the great things that are done within SDSM.
What has been your favorite thing about being on the school board so far?
Visiting all six SDSM schools over the past couple of months. Our superintendent encouraged all board members to reach out to the principals to set up tours of our schools. I toured Lakeview in December; the Middle School, Blakewood, E.W. Luther and the High School in January; and Rawson in February. Each visit was informative. There were several aspects of our schools which were in line with my expectations, but there were also several things that I was unaware of or surprised me... items that were both positives to celebrate now and challenges that lie ahead. I especially loved being able to interact with students (from kindergartners all the way through high schoolers taller than me) and staff.
What's your South Milwaukee and SDSM cred?
Resident and homeowner for almost 19 years
Two kids in the district (SMMS and SMHS)
Spouse works in the district
Served on multiple school committees
Attended more Heritage Days parades, Penny Scrambles, and SM Municipal Band concerts than I can count
Hiked pretty much every trail on Grant Park
Not born and raised here, but I do love our community and schools!
Questions & Answers
Updated March 12... with more to come!
Warning: This page is quite lengthy :-)
QUESTIONS FROM LEAGUE OF WOMEN VOTERS 'VOTE411' VOTER GUIDE
These questions are from the League of Women Voters 'Vote411' 2026 spring voter guide, which was published on 3/11/26. You should be able to find these answers, along with responses from the other SDSM candidates, at the following site: www.vote411.org
(Answers were limited to 500 characters)
What do you see as the role of a school board member and what should be the board’s priorities?
A board member’s role is to help guide the district’s overall educational philosophy & priorities. Their primary responsibilities are setting goals/policies, overseeing the budget, and approving major programs and curriculum. They must work closely with and evaluate the superintendent. The board’s priorities should be educational success, student & staff well-being, and community engagement, with a focus on academic achievement and fiscal responsibility.Public school funding in many communities depends heavily on property taxes and often requires local referendums to raise enough money. If you were elected, how would you address the challenge of ensuring sufficient funding for public schools?
Because of declines in state aid, public schools are indeed more dependent on property taxes. Also, state-imposed revenue limits reduce local control. Therefore, the two most effective ways to ensure sufficient funding without resorting to referendums are to: 1) Exercise extraordinary financial care with expenses, seeking value in every dollar we spend and wisely using the money we do have 2) Advocate to Madison lawmakers to either increase funding (lowering taxes) or to restore local control.What do you see as the role of education and mental health professionals in determining curriculum and school policies?
Aside from parents, education & mental health professionals know our students’ academic, social and emotional needs better than anyone. They should have the ability to evaluate potential curriculum and provide recommendations on policies, major programs, or educational resources. However, approval of policies or district-wide curriculum are ultimately the responsibility of the board. Board members must be proactively engaged & knowledgeable in order to make informed, student-centered decisions.What steps has the district taken or should it take to prevent and/or prepare for potential violence in schools?
To mitigate the potential of an outside attack, within the past 7 years SDSM has increased physical security by installing cameras, locked vestibules, and keyless entries. It also employs a full-time safety coordinator and has implemented a visitor verification system and district-wide ‘Response Protocol’ for emergencies. Improvements could include hardening doors, increasing procedure consistency, and more frequent review of all policies/strategies, in conjunction with local law enforcement.Where do you see the role for parents in determining curriculum?
A school district should reflect the character and values of the families it serves. The best way to accomplish this is by listening to them. Parents and guardians should be able to advocate for their children and have a platform for providing feedback to the school board, along with the kids themselves. Also, the excellent teachers and education experts we have who work with our students every day must be a driving force behind curriculum suggestions, using fact-based, data-proven insights.
QUESTIONS FROM THE JOURNAL SENTINEL
These questions were solicited from candidates by Alec Johnson, an education reporter with the Journal Sentinel. I am not sure exactly when or how this information will be shared with the wider community.
(Answers to the three open-ended questions below were limited to 300 words)
Age: 44
Previous political experience: Current SDSM board member (appointed in July 2025 to fill a vacancy)
Community involvement:
- Lakeview Elementary PTO (8 years, 3 as Treasurer)
- SMMS Parent Advisory Council (3 years)
- Superintendent’s Parent Advisory Council (3 years)
- South Milwaukee Music Parents Association member (2 years)
- “Speak Up Speak Out” school funding advocacy committee (Spring 2023)
- “Vote Yes” campaign committee (Spring 2024)
- Member of South Milwaukee Municipal Band (15 years)
- South Milwaukee Little League baseball coach (2 years)
- SMMS LEGO Robotics Team coach (3 years)
Contact info: genduso4sdsm@gmail.com
What are your top two or three focus areas for the upcoming budget and how would you address them?
Though SDSM is currently in stable financial condition, three areas stand out: 1) Facility maintenance: Aging buildings require attention. I will actively help manage capital expenditures by evaluating projected long-term needs, then systematically creating plans to implement major projects within anticipated funding levels. 2) Staff retention: With help from the 2024 operational referendum, our staff turnover rate has decreased. I will continue this trend by advocating for fair, competitive compensation for all SDSM employees. 3) Excess expenses: We must identify and trim programs or services which cost money but don’t serve student needs or advance academic achievement.What lessons do you think can be learned for the future following the Cudahy and South Milwaukee school districts' decision to not purchase the old Cudahy YMCA?
The exploration to jointly purchase and renovate this property highlighted the fact that value is key, particularly whenever public funds are used for shared resources or amenities. Just because something is lower cost (the old YMCA vs. a new building) does not make it a good buy. Conversely, just because something costs money (a community facility) doesn’t mean it’s not worth the investment. An analogy would be like choosing a vehicle for a daily commute to Milwaukee. A Rolls-Royce may not be your best option, but a scooter isn’t either. Let’s be ambitious and creative, but also find value.What are your proposed solutions for improving the district's academic performance?
This may sound like the easy answer, but I truly believe we need to keep our eye on the ball and stay laser-focused on the goals and performance indicators in the district’s 2024-2029 strategic plan, which was developed by a variety of stakeholders including parents, staff and community members with the goal of improving academic performance. In other words, we have already identified ways to solve the problem, and now it’s time to execute.Using the strategic plan as guidance, I will make data-driven, student-focused evaluations when it comes to school board policy, curriculum, and budgeting.
QUESTIONS FROM STRONG TOWNS SOUTH MILWAUKEE
These questions were asked of all candidates as part of a forum hosted by the local community organization Strong Towns South Milwaukee, held at the South Milwaukee Library on 3/12/26. If you'd like to learn more about STSM, please visit their Facebook page at https://www.facebook.com/p/Strong-Towns-South-Milwaukee-61565056894050/
Answers below were limited to 300 words, though I may have gone a tad over ;-)
1. What does good school board governance look like to you?
Above all else, listening. Listening to parents, listening to students, listening to teachers and staff and administration, listening to community members and other community leaders. Listening to those you tend to agree with, and those you don’t. Listening with empathy. Taking in all perspectives in order to make the best decisions you can.
Second, being as prepared as possible for meetings and votes. This means spending significant time reading, researching school policy and procedure, and reaching out to others who know more than you do on certain topics. There is a ton to learn, and I can tell you with complete confidence that there is no possible way you can fully understand all the issues you will need to evaluate without first doing your homework. In short, good board governance involves actively educating yourself.
Third, asking good questions. Again, no one can expect a board member to be an authority on all school and community related subjects, some of which are quite complex or contentious. Asking questions, sometimes hard or uncomfortable ones, is necessary to help truly understand the who, how and, most importantly, why. Questions can reveal mistakes, oversights, or poor intentions.
Finally, staying focused on what matters most, and consistently working toward our common goals at every meeting. I’ve found there are many opportunities to get sidetracked by insignificant details, or distracted by competing interests. Focusing on student success and well-being is a necessity.
2. Where do you see inequities in the district, and how should they be addressed?
The biggest inequity I see in our school district is how much support each student receives at home from their family. Students in our care come from diverse living situations of varying levels of financial and social stability. Some have had every basic need taken care of since birth. Others are currently homeless. Some encounter nothing but positive, caring adults in their lives. Others are subject to difficult family dynamics that border on neglect. Many experience support structures somewhere in between. I’m not trying to be dramatic or alarmist, but we need to be realistic about what students are up against before they even walk through a school door.
To be fair, I don’t believe a school district is solely responsible for addressing the root causes of these inequities. Our focus must remain on education, leaving that larger societal conversation to be debated elsewhere. However, I do strongly believe in our district’s moral imperative, which charges us to “remove barriers and care for all students so they feel accepted and will learn without exception”. This means that when kids are on our watch we must be extraordinarily intentional about meeting every student where they are, particularly those at high risk, and giving them every opportunity we can to succeed.
It’s a huge task. I think one way to accomplish our mission is to structure our schools to surround students with teams of teachers and staff who know them well enough to tailor an education and support system to remove barriers. This could happen by making sure they are signed up for free or reduced cost meals to remove the barrier of hunger, or by connecting them with a guidance counselor to care for their mental health, or by providing them with targeted learning opportunities to strengthen the learning they may have missed at home, or by giving them outlets to foster meaningful relationships with peer groups so they feel accepted. This requires coordinated planning and having systems in place, along with providing adequate staffing and a clear vision of our goals.
3. What unique skills, knowledge, and/or perspectives do you bring to this role?
We have a slate of really excellent candidates for school board this year, so I don’t know if any of my skills or knowledge base are in and of themselves unique. However, I do think I have a solid blend of strengths. I am:
Experienced
Current board member (7 months)
Part owner of a local engineering firm (6 years)
Governing board member at my church (8 years)
Thorough
Detail-oriented
I do my homework and evaluate things from multiple angles
Reasonable
I am a structural engineer, seeking facts over opinions
Logical in my decision making
No agenda, just what is best for students and our community
Compassionate
I try to see myself in others
Believe in the great potential of students and staff
Accountable
Responsive to feedback
Not afraid to admit fault
Flexible, adapting to changing needs
Communicate well, semi-pro email writer ;-)
Dedicated
Work hard
Invested in our kids as a coach, youth leader, and mentor
4. How should the district support both advanced learners and students who are struggling—academically or emotionally?
Let’s start with those who are struggling emotionally. Whether a student is an advanced learner or one who is academically behind, I believe the types of supports are the same. First and foremost, the district needs a team of qualified, trained social workers and counselors in every school who can help identify social or emotional issues and intervene quickly before the situation worsens. They can then either provide individual support in the form of guidance or counseling or sharing basic health and well-being strategies for the student, or they can connect the student and their family to more targeted outside resources such as mental health professionals or behavior specialists. Like most public schools in this area, SDSM already has such a system of staff in place. For many students, including one of my own children, this level of school-based emotional support works well.
For students who are struggling academically, surrounding them with a team of teachers and staff who can provided layered or scaffolded support makes a lot of sense. The old proverb of “It takes a village” rings true. If there are multiple adults who are responsible for supporting a student, it is less likely that a kid will fall through the cracks. It is also easier to engage the student with targeted educational opportunities that meet them where they are, rather than a one-size fits all approach with a wing and a prayer.
As for advanced learners, I believe some of the same tools that can help a struggling student can help one that needs additional challenge or extension, but the methods will vary somewhat depending on grade level. In elementary schools, advanced learners will benefit from enrichment opportunities that are initiated by their classroom teacher or district advanced learning coordinator. In middle school they should be able to add extension activities directly in the classroom, similar to elementary, but also be allowed to take more advanced courses. In high school, advanced learners will benefit most from having a variety of advanced-level, rigorous course offerings. At each of the three stages, we need staff who can appropriately lead/teach.
5. What is the board’s role when parents disagree with curriculum or materials choices?
I assume you mean the situation where a single parent or small group of families disagree with a curriculum or resource. First, listen intently to the parent’s concern. Second, when appropriate, ask clarifying questions of the parent to make sure the board is understanding the parent’s position and intent. Third, take really good notes so their concerns are documented. Fourth, recommend that the parent speak with the Director of Instruction and/or the Superintendent so they can gain better insight on why a particular curriculum is in place or a particular resource is being used. Fifth, if/when the board has to make a decision on curricula or resources, take the parent’s perspective (and those of other parents or educators) into consideration. Finally, the board must be prepared to clearly explain the reasoning behind its decision.
6. What are your thoughts about the role of the school board in determining what books are kept in school libraries?
(NOTE: During the forum I felt that my answer to this question would seem too formal and legalistic when compared to the responses of the other candidates who spoke before me. I therefore ad-libbed, but here is the original text)
A school board’s primary duties are to set the shared vision and goals for the district through policy making, budgeting, and hiring and evaluating the Superintendent. Legally, the school board has the authority to manage the property and affairs of the school district related to education, including providing programs and resources. Therefore, the board has the ability and responsibility to oversee the library program and its content. That being said, the board also has the authority to delegate such oversight to competent professionals such as a librarian and school administration.
Practically speaking, the board’s role is not to micromanage the day-to-day operations of the district. The selection of which books are added to or removed from each school library should, in general, be left up to the librarian and/or the teachers at that school who can professionally evaluate the educational value of the literature or resources with regard to student needs. If an issue arises where the inclusion or exclusion of a book requires additional input, the board can consult with school leadership, district administration, parents, or other invested parties to discuss the merits of the book in light of the district’s educational vision and goals.
7. What made you decide to run for an elected position?
The immense fame and fortune, and a burning desire to deprive myself of sleep by scrutinizing school board policies and writing emails to administrators at 1:00 in the morning!
In all seriousness, and in 50 words or less, it’s because I care deeply about public education and strongly believe I have the skills, experience and drive to serve in leadership and help SDSM fulfill its moral imperative and commitment to “remove barriers and care for all students so they feel accepted and will learn without exception”.
8. What priorities would guide your decisions when allocating limited funds?
Academic/career achievement and student opportunity are priority number one. In other words, asking ourselves “Will this expense result in student success?” Number two is teacher and staff support, primarily in the form of fair compensation but also by providing them with the resources they need to effectively do their job. Number three is facility stewardship. Board members are entrusted with incredible community land and building assets and need to make sure they stay safe, clean and functional for decades to come.
As a broader goal, within each of these priority areas my guiding principle would be to find the highest value possible. This means not always going with the lowest cost, as cheapest doesn’t guarantee the best return on investment. Likewise, the most expensive option doesn’t mean it will outperform something more economical.
